Mission statement, vision of excellence or commitment to service. Companies might call them by different names, but the concept is universal. “Here is our statement on how we treat our customers, and the lengths we will go to ensure our standards are the highest possible.” These ideas represent the company’s image and culture to stakeholders. Customer loyalty can be worth 10 times as much as a single purchase. Think about the harm caused by recruiting candidates who do not exhibit customer-friendly behaviors. All of the best efforts in creating high workplace standards are only as effective as the employees you hire who fit that culture. This session will identify key behaviors that recruiters and hiring managers often overlook when recruiting candidates, but that are needed to support service excellence. Learning objectives Explore and compare various statements of service excellence from a wide variety of industries. Learn from what world-class organizations are doing to recruit candidates who fit their vision of service excellence, including Disney, Baptist Healthcare, GlaxoSmithKline and Starbucks. Identify key behaviors recruiters and hiring managers must account for, but often overlook. Look at data points that reinforce how behavioral screenings support better workplace outcomes for superior employee performance. Provide action steps to align recruitment pre-screening with service excellence vision and goal statements. The presentation will explore real-life examples of service excellence by leveraging multimedia and examples of expert works from relevant research. For example, a video of a Southwest flight attendant demonstrating his commitment to customers will be played, inviting participation from everyone in analyzing that video through an active conversation. Key knowledge points from several prominent books will be dissected and discussed for direct application to each attendee’s employer.

1. Recruiting for
World-Class Service
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Presented by Brian Gilbert
Director, Business Development
SkillSurvey, Inc.
How To Avoid Undermining Your Workplace Culture of Service

2. Agenda
• What is “Excellence”?
• How do you hire for Excellence?
What can you apply to your current
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• What can you apply to your current
hiring/recruitment model?

3. Let’s begin with an example…
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4. How do you define “Excellence”?
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As it relates to “Service Excellence” or “Customer Service ”:
Is this standard definition setting the bar too low? Too High?

5. Some Scary Data Points
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Source: Zendesk

6. Some Scary Data Points
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Source: Zendesk

7. Many Stories and Examples of Culture Change…
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8. Let’s Talk Motivation…
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9. Let’s Talk Motivation…
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Tasks that require even “slight”
creativity, requiring emotional
intelligence, creativity, philosophy,
feelings, beliefs emanate from the right
brain.
Left Brain Functions are the more
technical operations, like analytic
thought, logic, math, facts

10. Creative Problem Solving
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Glucksberg, S. (1962). The influence of strength of drive on functional fixedness and perceptual
recognition. Journal of Experimental Psychology, 63, 36-41

11. In Down Economic Times – Sound Hiring is Key
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“Driving a High-Performance Culture – Ten Key Insights from Corporate Leadership Council Research –
The Corporate Executive Board

12. When the “Fit” Isn’t Right
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“Driving a High-Performance Culture – Ten Key Insights from Corporate Leadership Council Research –
The Corporate Executive Board

13. Return on Investment Evidence – Customer Service
“…each customer retained by a bank for
five years equated to roughly $263 in
profits.“
“… it costs five times more to get a new
customer than to retain an existing one.”
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Of people that experience poor service,
95% just simply vanish.
Of those, 13% will complain to an average
of 20 people each.
Source: TARP (Technical Assistance
Research Program)

14. Bad News – Good News
$235,000
Total bottom line impact of
losing 1,000 bank accounts,
not considering:
- loss of morale to staff
- negative PR
Source: Laurie Liswood, former assessor for
Reducing customer defections can
boost profits by 25-85%. In 73% of
cases, the organization made no
attempt to persuade dissatisfied
customers to stay; even though 35%
said that a simple apology would have
prevented them from moving to the
competition.
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Source: Laurie Liswood, former assessor for
the Malcolm Baldridge National Quality
Award in her book “Serving Them Right”
Source: White House Office of
Consumer Affairs
competition.
Source: National Opinion Poll
Happy customers who have their problems resolved will tell 4-6 people about their
positive experience.
Customer loyalty can be worth up to 10 times as much as a single purchase.
56%-70% of the customers who complain to you will do business with you again if you
resolve their problem. If they feel you acted quickly and to their satisfaction, up to 96%
will do business with you again, and they will probably refer other people to you.

15. Return on Investment Evidence – Awards Worth It?
Study published European Foundation for Quality
Management, looked at 120 award-winning organizations
(24 from the US).
Compared performance against similar companies of same
sector, size, etc…
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sector, size, etc…
Outperformed competition:
77% in sales
44% in assets
18% in operating income

16. Return on Investment Evidence – Service Excellence
Across Cargill Business
Units that deploy
Baldrige :
Gold – High Degree
of Deployment
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Blue - Partial
Deployment
White - Beginning
http://www.baldrige.com/baldrige/baldrige_process/baldrige-roi-at-cargill/

17. "We want passionate people who love
coffee . . . We're looking for a diverse
workforce, which reflects our
community. We want people who enjoy
what they're doing and for whom work is
an extension of themselves."
Example – Where Service IS the Brand…
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what they're doing and for whom work is
an extension of themselves."
- Starbucks

18. “When people have a
shared sense of mission,
vision, and values, they can
effectively work toward
common goals and manage
themselves and their
Common Source Inspiration
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themselves and their
responsibilities…”
- Al Stubblefield
“The Baptist Healthcare
Journey to Excellence”

19. Early Info Gathering for Better Fit
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“Driving a High-Performance Culture – Ten Key Insights from Corporate Leadership Council Research –
The Corporate Executive Board

20. What do YOUR Mission/Value Statements Say?
Individual Responsibility
Commitment
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Ethics/Integrity/Honesty
Team/Teamwork

21. HIGH
2.5
Service Excellence - Developmental Need for Administrative Professionals (n= 6,322)
Behavioral Scores – Admin Professionals, v2
About 10% of
Candidates score
weakly against those 4
behavior themes
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0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
LOW
MODERATE
90.7
6.8
Percent in Each Developmental Need Category
behavior themes

22. HIGH
2.6
Service Excellence - Developmental Need for Customer Service Rep - Phone (N= 4,782)
About 10% of
Candidates score
weakly against those 4
behavior themes
Behavioral Scores – Customer Service (Call Ctr-Phone)
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0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
LOW
MODERATE
90.3
7.1
Percent in Each Developmental Need Category
behavior themes

23. HIGH
3.8
Service Excellence - Developmental Need for Operations Professionals (N= 2,043)
About 11% of
Candidates score
weakly against those 4
Behavioral Scores – Operations Professional, v2
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0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
LOW
MODERATE
89.5
6.7
Percent in Each Developmental Need Category
weakly against those 4
behavior themes

24. HIGH
3.1
Service Excellence - Developmental Need for IT Professionals (n= 2,225)
About 10% of
Candidates score
weakly against those 4
behavior themes
Behavioral Scores – IT Professional, v2
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0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0
LOW
MODERATE
89.6
7.3
Percent in Each Developmental Need Category
behavior themes

25. Summary
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Summary

26. Know Your Statement – Base Evaluations On It
Shift to a Behavior-Based System
Apply Key Questions/Behavior Evaluation to Your Hiring Process
Hiring for Service Excellence
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Consider Reference Checks Earlier – Drive Interviews
Communicate Your Strategy – Upward, Peers, Hiring Managers
Measure and Communicate Your Success

27. About Us: SkillSurvey
• 400,000 + Candidates in 2012 – 60% + Increase
– Candidates in 2011 – 247,000+
– About 2,000,000 people will experience SkillSurvey process in 2012
• 600+ customers
• 301 surveys in current inventory (in Feb 2013)
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• 301 surveys in current inventory (in Feb 2013)
– Cynthia Hedricks, PhD, Chief Analytics Officer
– Job-specific surveys cover all aspects of business – scientifically validated for
job success and other key metrics
• Inventor of web-based reference checking with a patent pending

28. Financial Services &
Insurance
Gov, Non-Prof & Edu Services & IT Pharma & MedicalHealthcare
Sample Clients
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Engineering &
Construction
Consumer Products &
Retail
Energy & Utilities HR Related Manufacturing

29. Questions / Discussion
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Brian Gilbert
Director, Business Development
SkillSurvey
bgilbert@skillsurvey.com